Successfully reported this slideshow.
Your SlideShare is downloading. ×

Radhika Dutt: How to innovate smarter and build world-changing products

Ad
Ad
Ad
Ad
Ad
Ad
Ad
Ad
Ad
Ad
Ad
Loading in …3
×

Check these out next

1 of 48 Ad

Radhika Dutt: How to innovate smarter and build world-changing products

Global Online PMDay

Website - https://opmday.org
Youtube - https://www.youtube.com/channel/UCeHtPZ_ZLZ-nHFMUCXY81RQ/featured
FB - https://www.facebook.com/edunomicaone

Global Online PMDay

Website - https://opmday.org
Youtube - https://www.youtube.com/channel/UCeHtPZ_ZLZ-nHFMUCXY81RQ/featured
FB - https://www.facebook.com/edunomicaone

Advertisement
Advertisement

More Related Content

More from Edunomica (20)

Recently uploaded (20)

Advertisement

Radhika Dutt: How to innovate smarter and build world-changing products

  1. 1. Radical Product Thinking: How to Innovate Smarter and Build World-Changing Products @RadhikaDutt
  2. 2. Our mantras until now have been: ● Move fast and break things ● Fail fast, learn fast ● Iterate quickly
  3. 3. As we became more Lean and Agile we began to rely heavily on iteration. “We don’t have the right designer on the team, so that’ll just mean a few more iterations… but eventually we’ll get there.”
  4. 4. Where our current model breaks down: 1. Often leads to product diseases 2. Inflicts collateral damage on society
  5. 5. Some common “diseases”
  6. 6. Time for a checkup ?
  7. 7. Pivotitis Rapid, frequent changes in product direction Confused customers, confused product team “My company is in constant pursuit of the next shiny object.”
  8. 8. Obsessive Sales Disorder (OSD) Trading off the long game for quick gains Fragmented product, distracted engineers “This big prospect won’t buy unless we add this one new feature. Don’t worry, we’ll only turn it on for them.”
  9. 9. Narcissus Complex Looking inwards and focusing on our own needs Disconnected from customer needs “To be successful, we need patients to come back often to our hospital”
  10. 10. Hypermetricemia Obsession with metrics and analytics Incremental product improvement, stuck in local maxima “MEASURE EVERYTHING! TEST EVERYTHING!”
  11. 11. These diseases make good products go bad when we’re missing a clear product vision and strategy.
  12. 12. Product diseases also have a side-effect: collateral damage to society.
  13. 13. Digital Pollution: Collateral damage from our products
  14. 14. My personal example of digital pollution
  15. 15. Boys’ reaction to the game How girls reacted to it.
  16. 16. “But don’t worry, the next version will be for girls and it’ll have Disney princesses that invite you to tea if you get the answer right.” -Arya, 10 years old
  17. 17. Prodigy Game’s website says they now have over 50 million users.
  18. 18. Our approach to building products is not sustainable because of product diseases and digital pollution.
  19. 19. Lean Agile and Why can’t we just our way out of trouble?
  20. 20. ...Speed ..are important feedback-driven execution methodologies that gives us... Lean Agile and
  21. 21. Speedcan look like this... Direction matters.
  22. 22. What is RADICAL PRODUCT THINKING ?
  23. 23. It’s a methodology for building vision-driven products to create the change you want to see in the world. ...using a shared language of product vision, strategy and execution
  24. 24. Vision What’s the end-state you want to create? Strategy How will you create that? Execution & measurement How will you measure and adapt? Prioritization In what order will you deliver it? Culture What culture do you need in place? You can systematically engineer your change: ...and communicate your rationale across your team and within your organization
  25. 25. VISION Define your
  26. 26. First we must unlearn all we know about a “good vision”. Here’s why...
  27. 27. “Contributing to human progress by empowering people to express themselves.”
  28. 28. Your Vision should articulate... ● Who: Whose world are you changing? ● What: What does their world look like today? ● Why: Why does their world need changing? ● When: When will you know that you’ve arrived? ● How: How are you going to change it for them? … the Who, What, Why, When and How
  29. 29. Use the Radical Vision Worksheet to iterate on your vision until you’re happy with it Today, when identified group want to desirable outcome , they have to current activity/solution(s) . This is unacceptable, because shortcomings of current solution . We envision a world where shortcomings are resolved . We’re bringing this world about through broad technology/approach . (Who) (What) (What) (Why) (When) (How)
  30. 30. It’s time to stretch our thinking on product.
  31. 31. A country as a radical product
  32. 32. In 1950’s Singapore, the majority had no running water or sanitation.
  33. 33. A radical vision 1. Intended change: “To create a better life for Singaporeans” 2. The vehicle: “Produce a first-world oasis in a third-world region, a platform to explore the region. ”
  34. 34. Defining your vision is only the first step in engineering change.
  35. 35. Capabilities C Design “What does our solution look like?” D R Real Pain Points Logistics “How do we deliver it?” L “What do businesses need in the oasis?” “How do we enable those capabilities?” Product Strategy (RDCL is just a mnemonic)
  36. 36. Capabilities C Design “What does our solution look like?” D R Real Pain Points Logistics “How do we deliver it?” L “What do businesses need in the oasis?” “How do we enable those capabilities?” 1. Easy to communicate 2. Easy to do business 3. Looks and feels like home English as official language Talent, business friendly policies Clean and green city Language education Education, tackle corruption Get public buy-in, water purification Loans to fund the efforts, investing in infrastructure, rules and the ability to enforce rules
  37. 37. Prioritization means factoring in the pesky problem of survival
  38. 38. GOOD VISION FIT POOR VISION FIT WORSENS SURVIVAL IMPROVES SURVIVAL INVESTING IN THE VISION IDEAL DANGER! BUILDING VISION DEBT Prioritization: Balancing Vision vs. Survival Risk
  39. 39. GOOD VISION FIT POOR VISION FIT WORSENS SURVIVAL IMPROVES SURVIVAL INVESTING IN THE VISION IDEAL DANGER! BUILDING VISION DEBT Prioritization: Balancing Vision vs. Survival Risk Declaring independence Building alliances Creating an army Investing in education Taking loans to fund development Creating access to water INVESTING IN THE VISION DANGER! IDEAL VISION DEBT
  40. 40. Singapore was designed as a radical product.
  41. 41. A radical product is your improvable mechanism for engineering the change you envision.
  42. 42. How do we plug this in to what we’re doing today?
  43. 43. Speed + Direction = Velocity Before launching into Lean and Agile execution, use Radical Product Thinking to define the direction of your speed + =
  44. 44. Lean and Agile help you execute, learn and iterate under uncertainty Radical Product Thinking + Lean and Agile Vision Strategy Execution Radical Product helps you define and communicate what you’re building and why
  45. 45. Vision What’s the end-state you want to create? Strategy How will you create that? Execution & measurement How will you measure and adapt? Prioritization In what order will you deliver it? Culture What culture do you need in place? You can systematically engineer your change: ...and communicate your rationale across your team and within your organization
  46. 46. You can build successful products that create the change you want to bring to the world.
  47. 47. Want to learn more? ● The Radical Product Thinking book is on Amazon now ● Join the mailing list on www.radicalproduct.com ● Join my launch team ● Reach me on LinkedIn
  48. 48. Questions? www.radicalproduct.com @RadhikaDutt

×